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What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
What is leadership ppt @ bec doms
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What is leadership ppt @ bec doms

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What is leadership ppt @ bec doms

What is leadership ppt @ bec doms

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    • 1. What Is Leadership
    • 2. The McKinsey Seven-S Model Strategy “ Structure follows strategy” Structure Staff Systems Shared Values Style Skills “ Get the right people on the bus.”
    • 3. What Is Leadership?
    • 4. Bennis & O’Toole 0n Leadership*
      • “ Leadership is a combination of personal behaviors that allow an individual to enlist dedicated followers and create other leaders in the process.”
      • “… they demonstrate integrity, provide meaning, generate trust, and communicate values .”
      • “… they energize their followers , humanely push people to meet challenging goals , and all the while develop leadership skills in others.”
      • “ Real leaders, in a phrase, move the human heart .”
      • An effective leader is a “pragmatic dreamer.”
      * “ Don’t Hire the Wrong CEO,” Warren Bennis and James O’Toole, Harvard Business Review, May-June 2000.
    • 5. Kotter on Leadership
      • Leadership is about coping with change.
      • Focuses on change and innovation
      • Focuses on the big picture
      • Focuses on strategies that take calculated risks
      • Focuses on people’s values and dignity
      • You can’t manage people into battle; they need, deserve, and want to be led.
    • 6. Leading Change
      • According to Kotter, there is an eight-stage process of creating change: *
      • Establishing a sense of urgency
      • Creating the guiding coalition
      • Developing a vision and strategy
      • Communicating the change vision
    • 7. Leading Change
      • Empowering broad-based action
      • Generating short-term wins
      • Consolidating gains and producing more change
      • Anchoring new approaches in the culture
    • 8. Leadership
      • Leaders are popular with followers.
      • Bosses aren’t
      • Leaders take orders from below and give credit ( Employees First, Customers Second )
      • Bosses give orders from above (hierarchical, command-and-control) and take credit
      • Leaders create trust in an organization.
      • Trust is the grease that makes an organization work.
    • 9. Leadership *
      • “… the key…to leadership, as well as to the garnering of a following, is the effective communication of a story .”
      • “… the most fundamental stories fashioned by leaders concern issues of personal and group identity… ”
      • “… must in some way help their audience members think through who they are.”
      * Leading Minds, Howard Gardner, Basic Books, 1995.
    • 10. Leadership *
      • “ The most powerfully transforming executives possess a paradoxical mixture of personal humility and professional will .”
      • “ They are timid and ferocious. Shy and fearless.”
      • “ They are rare -- and unstoppable.”
    • 11. The Business Cycle
      • Product Promotion Advertising Marketing Service
      Develop- ment Start-Up Growth Maturity Decline Cash Flow : - - - + ++ + Drivers of Growth Sustaining Strategies
    • 12. Different Stages in the Business Cycle Call For Different Leadership Qualities
      • Development – Visionary
      • Start-up – Entrepreneur, salesperson
      • Growth – Promoter, salesperson, visionary
      • Maturity – Marketer, manager
      • Decline – Customer relationship management (CRM)
    • 13. Leadership: Vision * Point A Point B The Business Cycle * The Ag e of Paradox , Charles Handy, Harvard Business School Press, 1994
    • 14. Leadership: Vision Point A Point B The Business Cycle Leader’s New Direction
    • 15. What Is Management?
    • 16. Mintzberg On Management
      • Henry Mintzberg on what management should be about:
      • “ Management is not about controlling people but about facilitating human collaboration.” *
    • 17. Kotter on Management
      • Kotter says management too often is about coping with complexity:
      • Focuses on details, order and consistency
      • Focuses on short-term results
      • Focuses on eliminating risks
      • Focuses on efficiency and bottom-line values
      • All the wrong things.
    • 18. What is Management?
      • “ The skill of getting results with the cooperation of other people.” Peter Drucker
      • Key words:
      • Skill
      • Results
      • Cooperation
      • People
    • 19. What Is Management?
      • Skill - Management skills can be learned.
      • Results - Politically defined
      • Cooperation - Cooperation is more productive than competition.
      • People - People skills and people knowledge are more important than any other skills or knowledge.
    • 20. What is Management?
      • “ Getting ordinary people to perform in an extraordinary way.” Peter Drucker
      • Performance:
      • Ability
      • Motivation
      • Environment
      • Performance is achieved through people.
    • 21. Performance Motivation Ability Environment
    • 22. Performance
      • Ability:
      • Intelligence *
      • Linguistic
      • Logical/mathematical
      • Musical
      • Bodily/kinesthetic
      • Spatial
      • Interpersonal
      • Intrapersonal
      • Naturalist
      • Ethical/Spiritual
      • Talent
      • Inherent-- The Soul’s Code.
      • Skills
      • Learned through repetition – deliberate practice
      • Knowledge
      • Acquired
    • 23. Performance
      • Motivation:
      • Intrinsic (Internal satisfaction from doing the job —preferred by creative people)
      • Extrinsic (External rewards such as money, recognition —preferred by salespeople)
      • Managers must know which appeals to which person and manage accordingly
      • Environment:
      • Core values and culture
      • Management style
      • Leadership style
    • 24. Managing Performance
      • Managing performance is keeping leadership style, management style, core values, and culture in alignment.
      • A difficult balancing act that requires adaptability, flexibility, and taking responsibility for results
      • A vital core value is dedication to teamwork:
      • “ We are all angels with only one wing, and the only way we can fly is by embracing each other.”
    • 25. The Rules Of Management Have Changed
      • The rules of management have changed because the game has changed.
      • The functions of management have changed
      • The old functions of management were based on a command-and-control model
    • 26. The Old Functions of Management
      • Planning
      • Yearly
      • Organizing
      • Motivating
      • Controlling
      • Evaluating
      • Usually yearly evaluations tied to a raise and that led to planning for next year.
    • 27. The New Functions of Management
      • Strategic Planning
      • Flexible, adaptive, speed
      • Coordinating/Aligning
      • Empowering
      • Facilitating collaboration
      • Coaching
      • And modeling behavior
    • 28. People Skills
      • Stanford Business School Study:
      • Re-interviewed members of class of 1968 in 1978 and 1988.
      • The results showed that the most successful graduates had only two things in common:
      • They all graduated in the bottom half of the class.
      • They were all popular – had people skills .
    • 29. Caring
      • Sam Walton:
      • “ The way management treats the associates is how the associates will then treat customers”
      • Never forget this as a leader or manager
      • The operative concept is caring --for associates and customers
      • Best management and leadership mantra = “Help people get better.”

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